Framing My Work Place Problem

Employees are driven by a numerous motivators to stay in the company, but the biggest is simply getting a regular paycheck. Ensuring that the compensation system is effective is not just important but critical. A few organizations evaluate their compensation system to identify any shortcomings. It is always important to look at how the organization can improve its compensation strategy to attract the best candidates who can innovate and lead the company in the industry. In order to retain high performing employees, the compensation plan should offer more than just a competitive salary. A good example is Costco and Walmart, on the benefits side, 82% of Costco employees have health-insurance coverage, compared with less than half at Wal-Mart.

In corporate culture, equality, talent, aptitude, ethics and loyalty develops the outlook for any employee from all the directions. Managers keep the supposed contemplations in the notice to decide the employees’ future responsibilities and pay scale. In fact, Compensation is always based on employees’ performance, loyalty towards the organization, job exploration, reliability factors, utility, and reputation in the internal environment of the business and so on. Also, sometimes, financial statistics of the company, salary grade, current salary, appraisal rating play a key role in disseminating bonus and other salary and job analysis decisions (Garen, 2006). However, it might happen that internal politics, hegemony, nepotism have a big part for the compensation and job related decisions as well.

carefully planned out and considered, the total closure or failure of the organization could be at hand in the near future. In our modern age, employers know that salary is not the only factor that should be considered and that salary alone will not lead to better or more highly profitable workers alone. This is why compensation planning is important and why pay should have some connection between performance and compensation. This is why the human resources department should consider many monetary and non-monetary factors when considering how to properly compensate and motivate employees (Dessler, 2013).

For the most part, a company’s compensation policy aims to ensure that employees are compensated in a fair and competitive manner. However, the compensation objectives employed by different companies can vary widely. This is especially true when taking into account wages vs. skills, competitor salaries, pay-for-performance, and other elements of compensation, like overtime, incentives, etc. (Snell, Morris, & Bohlander, 2015).

This paper looks at the opinions and issues involved within executive compensation. This is important because executive compensation is such an integral part of a company or organization’s functions. Executives are the ones tasked with making the decisions within an organization, and their pay can sometimes be linked to how well or how not well their decisions pan out. To look at these opinions, research and high quality analyses from various data sources were used. Some of these sources included the in-class textbook, “Compensation” by George Milkovich, Jerry Newman, and Barry Gerhart. While other sources used, included peer reviewed journals as preferred by the professor. All of these sources were used to show the relevance between executive compensation and compensation management as an entirety. The results are across the board; there are issues and opinions that clearly contradict each other and individuals take many different stances on the topic of executive compensation. The conclusion is that this will continue to be an ongoing and sensitive topic to discuss within organization structures and plenty more research and data will arise for individuals to gain further and deeper understanding of the complex nature of executive compensation.

Martocchio, J. J. (2013). Strategic compensation: A human resource management approach (7th ed.). Boston, MA:

An organizations compensation philosophy various depending on view points and focuses. According to Thomson (2015), “Compensation Philosophy is a legal term that denotes the company’s point of view about worker compensation”. The organization of focus for this paper is Orange County Public Schools (OCPS). “The mission of compensation services is to provide timely, accurate information as well as research and analysis to all OCPS employees, the CTA and OESPA unions and outside entities related to all wage and salary issues, unemployment compensation, job evaluations, job descriptions, wage and hour law, contract interpretation and other areas related to compensation” (OCPS (2017, p.1). A compensation philosophy entails how employees get paid

Moreover, the compensation strategy is highly influenced to keep the organization competitive and successful. All the more, the compensation strategy is critically important to keep the personnel budget under control and to manage the jobs in the right salary/pay grade. Hence, even though many individuals think of compensation as purely salary, however the actual cost of total compensation includes every aspect of employee benefits. So essentially, the cost of health benefits, retirement benefits, tuition reimbursement, bonuses or other incentives are real costs that need to be considered part of total

The goal of compensation in our case, is to attract and encourage executives to diligently pursue the interest of the shareholders that have a stake within the firm. Richard Long (2010) discuses the steps of formulating a strategic compensation plan which involves; the defining the required behavior, role of compensation, determine the compensation mix, compensation level, and evaluating the proposed strategy. If we want to attract the best and most talented individual to work as the executive of a firm, the package must be attractive enough to pull the individual already making millions to work at another firm. Some typical compensation packages for executive pays include; cash/base salaries, bonuses, stock options, and stock ownership (Richard, 2010). The executive compensation proposal from the board of directors / shareholders consist of mainly stock options, restricted stock, and long term- contracts and retirement plans, which shareholders use to motivate the CEO to maximize the firm value (Martin, 2006). Most of the wealth comes from the stock options, in which the CEO is more inclined to raise the firm’s stock value over time to produce better value for shareholders which in return, better compensation for the CEO. Martin (2006) also noted it is important the stock options are more for long term

Compensation in these organizations has many faces. Employee compensation may look quite a bit different that that of the executives, and certainly different from that of the stockholders/shareholders of the organization. The following is a proposal of how a compensation philosophy might look for a Fortune 500 Company:

In order to construct a new pay structure and benefit system we must first look at the five major components that will factor into our decisions. These components are compensation and benefit philosophy, pay grades, ratio of base pay to incentive pay, external equity and internal equity and other types of benefits such as deferred compensation, health insurance vacation and sick leave. “There are a number of components that need to be addressed when developing your compensation systems to ensure they align with your organizational strategy and objectives. One key to remember is that your compensation strategy must help to create the work culture you want. How you structure your systems and manage the internal and external equity issues, will directly inform the culture of your organization…”A compensation philosophy is developed to guide the design and complexity of your compensation programs; this is done by identifying your goals and

Although there is a high degree of attention on the financial calculations in these strategic decisions, Cartwright & Cooper (1992) show that 50 percent of all acquisitions fail financially. The reason for this is usually that the human factor plays a larger role than what is recognized during the decision process. According to Buono & Bowditch (1989) most of the problems that affect the result occur internally by the dynamics in the new organization. The human factor is therefore an element that should not be ignored during those strategic changes. A merger is not something that happens to an organization, it happens to the people within the

“Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according to the business needs, goals, and available resources.” The three careers I chose for this case study are Public Relations Specialist, High School Teacher, and

Martocchio, J. J. (2013). Strategic compensation: A human resource management approach (7th ed.). Boston, MA: Pearson.

Employees are provided with a compensation program that is market-focused, well-balanced, and performance-based and provides incentives to deliver appropriately on both annual and long-term results. Most compensation and benefits managers work full time and may work long hours. Compensation managers are responsible for managing an organization’s pay structure. They monitor market conditions and government regulations to ensure their pay rates are current and competitive. They may collect and analyze data on wages and salaries, and they evaluate how their organization’s pay structure compares with other companies. Compensation managers then use this information to maintain or develop pay scales for an organization. Some also design pay-for-performance plans, which include guidelines for bonuses and incentive pay. They may help to determine commission rates and other incentives for sales staff. The median annual wage of